The document discusses several issues related to employee productivity, training, diversity, and opportunities within an organization:
1) Monitoring employee productivity is difficult and some employees have become ineffective in their tasks. Training opportunities are also limited.
2) It is difficult for employees to get along and build relationships, challenging workplace harmony.
3) Despite being outnumbered, job order employees receive fewer benefits and opportunities compared to plantilla employees.
4) Some employees lack the required eligibility and training for promotion under the Civil Service rules.
The document discusses several issues related to employee productivity, training, diversity, and opportunities within an organization:
1) Monitoring employee productivity is difficult and some employees have become ineffective in their tasks. Training opportunities are also limited.
2) It is difficult for employees to get along and build relationships, challenging workplace harmony.
3) Despite being outnumbered, job order employees receive fewer benefits and opportunities compared to plantilla employees.
4) Some employees lack the required eligibility and training for promotion under the Civil Service rules.
The document discusses several issues related to employee productivity, training, diversity, and opportunities within an organization:
1) Monitoring employee productivity is difficult and some employees have become ineffective in their tasks. Training opportunities are also limited.
2) It is difficult for employees to get along and build relationships, challenging workplace harmony.
3) Despite being outnumbered, job order employees receive fewer benefits and opportunities compared to plantilla employees.
4) Some employees lack the required eligibility and training for promotion under the Civil Service rules.
The document discusses several issues related to employee productivity, training, diversity, and opportunities within an organization:
1) Monitoring employee productivity is difficult and some employees have become ineffective in their tasks. Training opportunities are also limited.
2) It is difficult for employees to get along and build relationships, challenging workplace harmony.
3) Despite being outnumbered, job order employees receive fewer benefits and opportunities compared to plantilla employees.
4) Some employees lack the required eligibility and training for promotion under the Civil Service rules.
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Question #1:
Productivity
Monitoring of productivity of every employee is very difficult to sustain. Some are
becoming ineffective as regards their respective tasks.
Training and Compliance
Not all employees have the opportunity to obtain a chance to attend trainings or to have been enrolled a school for further studies. Training, most especially to the Assessors and Inspectors are necessary for them to keep abreast of the new rules in pursuance and germane to Revenue Code and Local Government Code.
Workplace Diversity
It is difficult for them to get along and to build cordial relations among them which lead to create workplace diversity that challenges the harmonious relationship within the organization.
Unequal Opportunity
Notwithstanding the fact that Plantilla personnel are outnumbered by the Job Order personnel not only in BPLO but also in most offices under the City Government of Caloocan, unequal opportunity remains unchanged
Among other things are the benefits that the government has granted to those employees with a Plantilla position such as but not limited to leave benefits, bonuses like 13th Month Pay and Cash Gift which are yearly given to those regular employees. Difficulty in Recruitment
Although incumbent BPLO employees are talented enough to perform their
assigned tasks, some of them are lacking such eligibility and required training for them to get promoted and or to be appointed based on the Civil Service Law. In other words, employees failed to comply with the qualification standards set forth by the Civil Service Commission
Question #2:
It is submitted that the ideal pattern of organization for PPA from executive body to constitutional body would be a very risky pattern in our present society. Considering that when an office becomes a constitutional body, the same cannot be abolished without the necessary revision of the Constitution. Meaning to say, when a particular public office is no longer functional or becomes redundant of another office, the same will continue to exist. Public funds will be wasted.
Question # 3:
The purpose of an employee evaluation is to measure job performance. Many evaluations
provide quantitative measurements essential for a production-oriented work environment. Other employee evaluations provide employers with metrics regarding the quality of employees' work. The importance of an employee evaluation is that it's instrumental in determining whether an employee's skill set is appropriately matched to the employee's job.
Question #4:
Productivity measures, such as labour productivity and capital productivity, that only relate to one class of inputs are known as partial productivity measures. Caution needs to be applied when using partial productivity measures as changes in input proportions can influence these measures.
Productivity relates to performance efficiency and performance effectiveness in such a way that productivity looks into the labour productivity as well as the capital productivity. In simple words, productivity is the is tantamount to performance efficiency (Capital productivity) and labour productivity. Question #5:
Ways to Handle as well as Motivate Employees
1. Create a culture of teamwork and respect among them in order for the aforesaid office keep the work environment positive and productive. Apart from this, diversity training program is necessary to set standards of behaviour in workplace. 2. Application of Nigros theory about reinventing public personnel administration. One of his proposals is narrowing the frustration gap, including among others increased attention to career service planning, performance evaluation, compensation and labor relations. 3. Implementation of affirmative action based on the definition of Innes (1992), that is, to overcome the discriminatory obstacles that hinder the fruition of equality in employment. 4. Application of Henry Fayols principle of management particularly division of work where work should be divided among individuals on the basis of their specialization, so as to ensure full focus on the effective completion of the task assigned to them. 5. In addition to the preceding number, application of Fayols Unity of Direction where all the individual or groups performing different kinds of task must be directed towards a common objective of the organization. 6. Application of Max Webers Bureaucratic Theory where bureaucratic organization is enforced as the most rational means to exercise a vital control over my subordinates. 7. Setting of clear lines of authority by way of devising a hierarchy in organization in order that my subordinates know his immediate supervisor to whom he is directly accountable. 8. Foster a sense of equity among them, which means all employees in the organization, must be treated equally with respect to justice and kindness. 9. Introducing them to Henry Fayols principle of Esprit de Corps or unity is strength. Hence, every individual must work together to gain synergy and establish cordial relations with each other. 10. Having the initiative to think and take actions to execute the plan. As a result, employees are encouraged to take initiatives as these increases the zeal and energy among them.
